Reader’s View: Charter change: Profanity, rage and fear

The 15-member, non-partisan, Charter Review Commission labored for 15 months to recommend a better form of government for Saratoga. Through research, interviews, surveys and discussion, a majority voted to place a “council-manager” form of government on the November ballot. The team was unbiased and this option soon became obvious. It allows an elected political body to set strategy, and a professional non-political manager to run daily city business. 5,878 municipalities embrace it. It will abolish the conflict and inefficiencies inherent in the current “commission” form of government where non-professional politicians rule five independent “silos.” There is no accountability. Political strife abounds. Timely, long-term planning is nearly impossible. Turnover costs are high. It visibly lacks checks and balances. These reasons have driven 500 communities to abandon “commission” governance since WWI. Only Saratoga Springs and Mechanicville share it in New York. Mayors Riley, Watkin, Keehn, and Yepsen support change, as do commissioners Mathiesen and McTygue.

Once this direction was set, in-depth research began on how the council-manager model is structured, as well how its costs might compare to the commission model. Discussions were held with the International City Managers Association, mayors, city managers and citizens who had lived in council-manager municipalities. Over 20 cities with city managers were examined. Thirteen of these were studied in-depth: five in New York, three in New Jersey, two in Pennsylvania, two in Massachusetts, and one in Vermont. Populations ranged from 13,000 to 42,000. The median populations were between 24,000 and 29,000, similar to Saratoga Springs. Average Moody’s credit ratings were between Aa2 and Aa3, similar to Saratoga Springs. In all 31 cases, a credentialed and experienced city manager supervised nine to 13 direct reports. These “chief,” “director” and “administrator” level direct reports mirrored the levels of Saratoga Springs’ fire chief, police chief, finance director, human resource administrator, recreation director, IT manager, etc. In some cases an assistant city manager was present. There were no “silos” and no political commissioners or deputies in any city’s organization. It was obvious that Saratoga Springs could structure a similar “flat” organization, maintain the strong public services these other cities enjoy, and eliminate the compensation of the political commissioners and deputies. Metaphorically, the city could trade in a tired horse for a new Harley-Davidson, and still save money.

The review commission published its findings. The main savings from eliminating political deputies, netted against the cost of a new city manager, could result in about $400,000 of eventual annual savings. One-time transition costs in early 2020 were estimated between $100,000 and $300,000. This all seemed reasonable. Then the shouting started.

At its Sept. 18 City Council meeting, commissioners Franck, Madigan, and Scirocco attacked the commission’s findings. Franck, using profanity in this public forum, ridiculed the commission’s work, accompanied by Madigan and Scirocco. I encourage anyone to view this video. It’s disgraceful. Franck angrily claimed the commission’s findings “misrepresent the facts.” He refused to approve the funds the commission needs to educate the public on charter reform, funds to which it is legally entitled. Madigan quickly agreed. Note that no comment was ever made regarding how council-manager governments are structured. They clearly did no research. There was no civil discourse, only a chorus of outrage.

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But this was all a diversion. Commissioner Franck controls all of the city’s purchasing. Madigan controls all the funds. Scirocco controls a $10,000,000 budget. These three commissioners are running unopposed. This “trio” controls all our money. The new charter proposes an independent financial oversight committee over all city operations. As a CPA, Mr. Franck should welcome this. The oversight committee directs a professional internal auditor to shine a bright light on current and past financial transactions and practices. Sloppiness, poor controls and other interesting things will be examined. Hence their fear. The voters need to ask what’s behind this “rage.” Who benefits the most from the least change?

A client of Mr. Franck’s called me after the council meeting. She asked if he should not be held to the high standards of his profession in his elected capacity. Excellent question.

Jeff Altamari is a member of the Saratoga Springs Charter Review Commission.